(Solution) 5C003 New (AC2.2) Discuss strategies for designing and ensuring inclusive people practices
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
Absenteeism
One people practice issue a company may face is high rates of absenteeism. Employees calling in sick when they are not actually ill can negatively impact productivity and costs.
New sick leave policy
To address absenteeism, the company introduced a new sick leave policy. The policy changed from unlimited paid sick days to 10 allocated paid sick days per year. Any additional sick leave required would be unpaid. The goal of this policy was to discourage abuse of sick leave while still providing support for employees who are genuinely ill.
Inclusive design process
The policy was designed to be inclusive in two ways. First, an employee task force with representatives from different departments and levels was formed to provide input into the policy design. This ensured diverse perspectives were considered. Second, an online survey was distributed company-wide to gather anonymous feedback on the initial policy draft. This allowed all employees to have a voice, even those who may not feel comfortable voicing opinions directly (Frampton et al. 2017).
Checking for inclusiveness
The company used two methods to check that the new policy was inclusive of all employee needs. Department managers held focus groups with their teams to discuss any issues and identify any groups that may be disproportionately impacted. Additionally, union representatives were asked to provide feedback on how the policy was working for their membership. This dual-pronged approach captured both broader employee input as well as perspectives from formal employee advocacy groups.
Gathering feedback
Once the policy was implemented, the company circulated another anonymous online survey after 6 months to gather feedback about employees’ experiences with the new system. This allowed them to evaluate if the policy was working as intended or if any groups faced any unintended difficulties. It also provided an opportunity for additional comments. Some open conversations were also had between managers and direct reports to obtain qualitative feedback in a less formal way. Gathering both quantitative and qualitative feedback in different formats allowed the company to get a well-rounded understanding of how the new policy was received throughout the employee base (SAMHSA, 2022).
Please click the following icon to access this assessment in full
Related Papers
(Solution) CIPD 7C004 Task 3.2 Explanation of Analysis
(Solution) CIPS APGM Strategic and conventional sourcing processes and role in category management
(Solution) New CIPS PDV Market Analysis; Procurement Role in Value for Money Outcomes
(Solution) 5CO03 continuing professional development activities on own behaviour and performance
(Solution) CIPS ROSHN Contract Terms and Conditions
- In this assessment, an evaluation of ROSHN company contract terms and conditions have been evaluated.
- By selecting Facilities Management Contract, its effectiveness in ensuring quality issues, time extension risk, costs overruns and unethical practices has been evaluated.
- Further, the importance of performance measures and management in ROSHN company practices has been prioritised for evaluation.
- The contract terms and conditions have been quoted for evidencing the success of the contract implementation.
- In this assessment, the findings evidence that ROSHN facilities management spend category is characterised by various issues which are stipulated by the terms and conditions.
- The relevance of this is ensuring success in managing the overall faced challenges. By reviewing the different terms and conditions, the issues related to performance management, force majeure, costs, indemnity, risk management and insurance have been put into account.
- Also, the battle of forms have been evaluated with the best practice in their management identified.